2.
Learning Objectives <ul><li>After you have read this chapter, you should be able to: </li></ul><ul><li>Discuss the importance of the performance appraisal process </li></ul><ul><li>Compare and contrast the administrative and development uses of performance appraisals </li></ul><ul><li>Review the informal versus systematic appraisal processes </li></ul><ul><li>Identify who should conduct appraisals </li></ul><ul><li>Describe the various methods of appraising performance </li></ul><ul><li>Identify the various rater errors that occur during the appraisal process </li></ul>

14.
<ul><li>Recency </li></ul><ul><li>Using only recent events to judge employees’ performance </li></ul><ul><li>Central-Tendency </li></ul><ul><li>Rating all employees with a narrow range </li></ul><ul><li>Leniency </li></ul><ul><li>Giving all employees high ratings </li></ul><ul><li>Strictness </li></ul><ul><li>Giving all employee low ratings </li></ul><ul><li>Rater Bias </li></ul><ul><li>When manager has a bias against a certain employee or employee group based on manager’s own values or prejudices </li></ul>Rater Errors

15.
<ul><li>Halo effect </li></ul><ul><ul><li>When a manager rates an employee high or low on all job standards based on one characteristic </li></ul></ul><ul><li>Contrast errors </li></ul><ul><ul><li>When a manager compares employees to each other rather than to job performance standards </li></ul></ul>Other Rater Errors